In this work, we anchor on one particular theoretical perspective that explains job performance namely, social networks. Social networks research mainly takes a resource view to explain job performance (e.g., Ahuja et al. 2003; Cross and Cummings 2004; Sparrowe et al. 2001). It argues that an employee’s network ties play an important role in affecting access to important resources that in turn serves as a key mechanism contributing positively to job performance (Brass 1984; Sparrowe et al. 2001).